01. What was agreed, and what is ready?
This sample month has three agreed workstreams. The record distinguishes delivery from the evidence needed to assess its effect.
| Agreed work | Sample delivery status | Evidence to review |
|---|---|---|
| Refresh the product campaign | New messages and placement adaptations published. | Orders, new versus returning customers, stock and contribution after relevant costs. |
| Repair the inquiry handover | Destination corrected and technical test completed. | Whether live inquiries reach the team and receive a response. |
| Prepare the repeat-order email | Draft approved; sending waits for product availability. | Eligible audience, stock, customer timing and subsequent orders. |
These statuses are invented to explain the review format. They are not results from a NOT MORE. client.
02. Read the numbers with the missing context.
In this scenario, the advertising platform shows more attributed revenue. A promotion ran at the same time, discounts increased and product costs have not yet been reconciled. That is insufficient evidence to conclude that acquisition became more profitable.
What the report can show
Spend, attributed orders, campaign changes and the available customer breakdown.
What the business adds
Margin, returns, stock, fulfillment costs and whether customers would have ordered anyway.
The decision for now
Hold the media budget while reconciling the relevant costs. Review profitable products before expanding promotion.
Attribution describes how credit is assigned. It does not establish the additional sales caused by advertising.
03. The next month has a capacity limit.
The client requests a full welcome-email series alongside the agreed work. In this example, the remaining capacity can cover either a focused product-page improvement or the first email in that series. It cannot cover both without changing the plan.
| Option | What moves forward | What changes |
|---|---|---|
| Keep the current priority | Product-page improvement for available products. | The new welcome email waits for the next planning window. |
| Change the priority | First welcome email, once audience and content are ready. | The page improvement moves to a later date. |
| Increase the agreed capacity | Both workstreams, if the right specialists and inputs are available. | A separate cost and calendar are approved before the extra work starts. |
These are choices within one fictional context, not fixed packages or universal budget rules.
04. A decision note the team can use.
For this example, the team keeps the page improvement and defers the email expansion until stock and cost information are ready.
Decision and owner
The client coordinator confirms the priority; NOT MORE. owns the agreed page work. The ecommerce lead supplies stock and cost information.
Reason and dependency
The next promotion depends on available products and a clearer view of contribution. Producing more messages would not resolve those gaps.
Review point
Revisit the decision at the agreed monthly review, or sooner if the missing data changes the investment case.
The monthly plan, delivery record and decision note remain available to the client. Scope changes are recorded before becoming commitments.
A useful monthly review makes clear what happened, what we can conclude and what the team has agreed to do next.